Presentation by: Romana Changezi Course: Knowledge Management Date: 12 August, 2011

Knowledge management (KM) is an effort to increase useful

knowledge within the organization. Ways to do this include encouraging communication, offering opportunities to learn, and promoting the sharing of appropriate knowledge artifacts.
McInerney, C. (2002).

Knowledge management (KM) may be defined simply as doing what

is needed to get the most out of knowledge resources.

KM focuses on organizing and making available important

knowledge, wherever and whenever it is needed.

 Organization knowledge creation is a continuous and a

dynamic interaction between tacit and explicit knowledge

Formation of new ideas through interactions between explicit

and tacit knowledge in individual human minds.

It consists of socialization (tacit to tacit), externalization

(tacit to explicit), combination(explicit to explicit),

and internalization (explicit to tacit). Nonaka.

 Knowledge is created through practice, collaboration,

interaction, and education

Knowledge creation according to the Nonaka's SECI

model is about continuous transfer, combination, and conversion of the different types of knowledge, as users practice, interact, and learn.

By enabling and encouraging Knowledge sharing By creating a suitable work environment By providing system that support the work process By providing knowledge workers timely, relevant

information and data

Initial Knowledge

Team performs a job

Outcome is realized

Outcome compared to action

New knowledge reusable by same team on next job

Knowledge captured & codified in a form usable by others

New Experience/ Knowledge gained

 Knowledge sharing goes beyond simply viewing and

commenting on the same documents. It also includes things like bringing people from different backgrounds together, which in turn calls for developing a common terminology, and interpreting each others work in new

contexts (Hawry szkiewycz, 2003)

Knowledge sharing results from a cycle of activities built

around business needs that translate work experience in shared or common knowledge

Reuse Knowledge

Track Knowledge

Transfer Knowledge

Identify Knowledge Needed Capture Knowledge

 Quicker problem solving

Prevention of duplication of effort

Fewer mistakes Faster delivery times Improvement of performance Improvement in quality

More innovative
Save time

 People do not realize the value that knowledge has for others Knowledge sharing is not my job Lack of trust Lack of time Lack of top management support towards knowledge sharing

activities
Corporate culture Lack of infrastructure Lack of confidence/Damage to reputation No/insufficient rewards and incentives

 Knowledge sharing is fundamental to future success It can bring significant benefits for organizations It can increase productivity through better knowledge

sharing, provide better understanding by making available rapid access to information

It can help solve intractable problems by connecting

together the relevant experts.

 The biggest challenges are not tools, techniques or

technology, but relate to human and cultural factors.

Knowledge sharing is the ultimate 'win-win' It is a people issue, It needs trust, an open

environment and plenty of direct interaction

Knowledge creation is the source of continuous

innovation
New Knowledge can be created through an repetitive

cycle of tacit and explicit knowledge transfer